Customer Life Cycle Marketing: Onboarding

Transcription

2 Today s Webinar Industry Condi-ons Onboarding Phase: Customer Life Cycle Marke-ng Strategic Approach to Onboarding Strategy Onboarding Success Story Discussion of Onboarding Prac-ces and Experience 2

3 Challenging Market Conditions FDIC Statistical Graph Book 3 Q

4 Challenging Market Conditions FDIC QBP 3 Q 2011 Graph book Keefe, Bruyette & Woods (KBW). 4

5 Onboarding Impact Average First-Year Household Attrition Rate Source: Harland Clarke Marketing Services Industry Database

6 Onboarding a Portion of Life Cycle Marketing 6

7 Basic Onboarding Roadmap 7

8 Sophisticated Onboarding Roadmap 8

9 A Strategic Approach To Onboarding Strategy Brad Strothkamp, Vice President & Principal Analyst Forrester Research January 20, Forrester Research, Inc. Reproduction Prohibited

10 Agenda The goals of onboarding Obstacles to onboarding success Best practices in effective onboarding strategy 10

12 Over a third of US consumers open a new financial account in a twelve month period Did you open a new financial account/product in the last twelve months? 64% 36% Yes No Base: 57,924 US online adults North American Technographics Online Benchmark Survey, Q (US, Canada 12 12

13 Credit cards, deposit products and auto insurance top the list of products purchased/opened Percentage of accounts opened by product type Credit card 29% Auto insurance Checking account Savings account 22% 21% 23% Auto loan Home insurance 12% 14% Certificate of Deposit 401(k), 403(b) or other employer-sponsored retirement account Life insurance Renter's insurance 9% 8% 8% 7% Base: 57,924 US online adults who have opened at least one account in the last twelve months North American Technographics Online Benchmark Survey, Q (US, Canada) 13 13

14 First year attrition rates for new customer range from 25-30%. - Dove Consulting 14

15 The goals of onboarding Effective onboarding affects three areas of the business: Reducing attrition (increasing retention) Improve activation. Specifically, for deposit accounts, activation means getting a new customer to deposit money into the account, use a debit card or set up direct deposit; for investment accounts, activation includes aspects like making trades or utilizing advice. Increase utilization. Utilization is most often associated with credit products since profitability of those products hinges on credit utilization, but utilization is important to any service where profit or cost savings are associated with frequency of use. 15

16 The first 90 days are the most important 16

17 Breakdown on the sales and fulfillment processes cause early stage attrition BAI Research* determined attrition happens due to: Selling the wrong product Failure to execute on fulfillment After-purchases surprises Source: BAI report The Quest For Deposits 17

18 Consumers have on average less than a third of financial products with a single provider 18

19 The goals of onboarding Effective onboarding affects three areas of the business: Reducing attrition (increasing retention) Improve activation. Specifically, for deposit accounts, activation means getting a new customer to deposit money into the account, use a debit card or set up direct deposit; for investment accounts, activation includes aspects like making trades or utilizing advice. Increase utilization. Utilization is most often associated with credit products since profitability of those products hinges on credit utilization, but utilization is important to any service where profit or cost savings are associated with frequency of use. Driving cross-selling. Cross-selling takes two forms in onboarding. For checking, cross selling of products includes selling a savings account to checking customers; cross selling of services to checking account customers would include digital services like online and mobile banking. 19

20 Consumers average seven financial products Average number of products owned US online adults Active online bankers Base: US online adults Active online bill payers Source: North American Technographics Financial Services Online Survey, Q (US) **Products included in analysis: checking account, savings account, investment account, money market account, credit card, home equity, mortgage, auto loan, home insurance, auto insurance, life insurance, CD, personal loan, student loan, high interest savings account, IRA, 401K, 529, Trust services, brokerage, annuity, small business checking account, small business credit card, small business loan/loc) ***Excludes disability and long term care insurance, mutual funds, stocks, bonds, debit cards, health savings accounts, other 20

21 Consumers have on average 30% of products with a single provider Average number of financial products owned, by firm USAA Navy Federal Credit Union Citi Boeing Employees Credit Bank of America State Employees Credit Union Fifth Third Bank Wells Fargo/Wachovia Harris Bank Chase U.S. Bank BB&T PNC/National Bank M&I Bank Key Bank Citizens Bank SunTrust Bank Capital One Regions Bank Sovereign Bank M&T Bank Charter One Bank BBVA Compass Bank Huntington Bank Total Average Base: US online adults who are primary banking customers of each firm Source: North American Technographics Online Benchmark Survey, Q (US, Canada) 21

22 Cross-sell drives retention; retention encourages cross-sell Source: Wells Fargo 2010 Investor Conference: The Vision That Works 22 22

23 73% of cross-selling takes place in the first 60 days 23

24 The goals of onboarding Effective onboarding affects three areas of the business: Reducing attrition (increasing retention) Improve activation. Specifically, for deposit accounts, activation means getting a new customer to deposit money into the account, use a debit card or set up direct deposit; for investment accounts, activation includes aspects like making trades or utilizing advice. Increase utilization. Utilization is most often associated with credit products since profitability of those products hinges on credit utilization, but utilization is important to any service where profit or cost savings are associated with frequency of use. Driving cross-selling. Cross-selling takes two forms in onboarding. For checking, cross selling of products includes selling a savings account to checking customers; cross selling of services to checking account customers would include digital services like online and mobile banking. Enhancing the customer experience. 24

25 Attention during and after account opening increases satisfaction and cross sales 25

26 A quality customer experience means reducing reasons customers leave and What are the two most important reasons why you closed your last primary checking account? I moved Too many fees or too strict minimum balance requirements Previous bank merged with another Location of branches or ATMs The bank charged me a fee I felt was unfair or unjustified Poor customer service Got married Changed jobs Other (please specify) I don't know 12% 11% 9% 9% 9% 7% 5% 6% 3% 24% Base: US online adults 18+ (online monthly or more) who switched checking account providers in the last twelve months Source: North American Technographics Financial Services Online Survey, Q (US)

27 reinforcing why they stay What are the two most important reasons why you have stayed so long with your primary checking account bank? Locations of branches Quality of the customer service Low fee or account maintenance minimums Loyalty to my bank Too much trouble to switch Locations of ATMs Quality of the online or mobile banking services Not sure 18% 17% 14% 11% 6% 25% 31% 37% Base: US online adults 18+ (online monthly or more) who have checking accounts and have had the account for two years or longer Source: North American Technographics Financial Services Online Survey, Q (US) 27

29 The obstacles to effective onboarding Lack of consistent programs. Most firms lack a single person responsible for onboarding activities across the organization. The results are inefficient programs and processes. Data availability. Data is the lifeblood of an effective onboarding campaign, and while data is generally available for onboarding activities, the timeliness and robustness of the data hinders success. Customer/channel blindness. Onboarding strategies often fail to understand and take into account information about the customers in terms of why they do/don't do certain activities as well as the channels they use early in their tenure. Misaligned goals. The metrics that underlie effective onboarding activities include retention and cross selling effectiveness, but many product professionals are goaled on sales. Additionally, onboarding teams often lack consistent or cross-functional/cross channel goals. 29

31 Onboarding is a cross-functional, cross-channel activity Centralized strategy and management. These individuals should be responsible for developing the business case for funding, making recommendations for enterprise onboarding goals, working with internal/ external resource (i.e., IT, marketing agencies), and setting up metrics to measure onboarding activities. Enterprise funding. Delivering on a centralized strategy requires providing some level of enterprise funding to encourage disparate lines of business, channels and functions to engage. This funding should focus less on execution and more on the infrastructure and processes needed to support onboarding efforts. Benchmarking the status quo. The onboarding team should engage customer intelligence teams to create reliable benchmarks of the status quo. Key metrics include the cross sell rate, customer tenure, customer profitability, and product and service frequency of use/interaction. 31

32 The simple business case for onboarding STEP One: The universe. If a bank acquires 40,000 branch-based new deposit accounts in a 12-month period. Assuming 25% attrition, 10,000 accounts could attrite in a twelve month period. STEP Two: The cost. Multiply that by the combination of 1) the cost of acquiring the account 2) the operational cost of opening the account 3) the lost revenue from losing a customer. Let's conservatively assume this cost is $200. STEP Three: The ROI. Assuming an onboarding campaign cost $7 per new account, the cost for 40,000 would be $280,000. A positive ROI would be achieved by reducing attrition during the first twelve months by just over 3%. This does not include additional revenue benefits of increased cross-sell or higher balances. 32

33 Onboarding is a cross-functional, cross-channel activity Strategizing across channels and touchpoints. The channels are often in the best position to execute an onboarding strategy. Most financial service companies engage via the branch and phone channel, but the most effective onboarding will utilize mail as well as digital channels since they have the most frequent interactions with most customers today. 33

34 The alternative channels should play a key role in onboarding execution 34

35 How should you approach defining and setting an onboarding strategy? 35

36 You must consider People, Objectives, Strategies and Technologies 36

37 Investigate product open and service activation obstacles Research initial channel touches for new customers and users Understand potential data quality and latency issues 37

38 Benchmark customers who attrite and those who do not Set objectives that bridge the gap between the two groups Includes onboarding goals across channels, functions and team 38

39 Consider all channels and touchpoints in the strategy Provide a visual timeline of the onboarding strategy Set organizational standards across key processes 39

40 Outline systems and processes for benchmarking results Outline existing technologies for key onboarding activities Engage external vendor to improve flexibility and time to market 40

41 Zions Bank Onboarding Story 41

42 Path to Success Start with end in mind Establish goals so all decisions are made in line with these goals Identify an owner Find somebody to take ownership of the process someone who embraces the value of customer onboarding and can communicate that vision to others Align with a respected advocate Find an executive who will be an advocate for your vision and work hard to maintain that support Start small Select a test segment, even just 10 percent of your customer base showcase your results you don t need to start with everyone at once 42

43 Key Metrics Household Retention Lift 2.5 percent over Control Group Account Retention Lift 6.7 percent over Control Group Balance Retention Lift 6.4 percent over Control Group Incremental Balance Lift 46 percent 43

44 Onboarding Roundtable 44

45 Panelists Brad Strothkamp, Vice President and Principal Analyst, Forrester Research Matthew Wilcox, Director Interactive Services, Zions Bancorporation Stephenie Williams, Senior Market Strategist, Harland Clarke 45

46 Thank you Questions: 46

47 Onboarding A leading provider of best- in- class integrated payment solu3ons, marke3ng services and security solu3ons. Harland Clarke delivers integrated marke3ng campaigns focused on acquisi3on, onboarding, engagement, reten3on, and cross- selling, u3lizing extensive print, phone and channels for campaign execu3on. Within its payment solu3ons business, Harland Clarke provides products and services including more than 200 onboarding programs to nearly 11,000 banks, credit unions and major investment firms. An independent research company that provides pragma3c and forward- thinking advice to global leaders in business and technology. Forrester works with professionals in 19 key roles at major companies providing proprietary research, customer insight, consul3ng, events, and peer- to- peer execu3ve programs. For more than 28 years, Forrester has been making IT, marke3ng, and technology industry leaders successful every day. 47